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Why organisations work with Amy Williams She won Britain’s only medal at the 2010 Winter Olympics by 0.56 seconds, in a sport she had taken up eight years earlier, which gives her a concrete account of building elite performance from a standing start that boards and sales leaders respond to. Her book “Talent to Triumph” draws on Dame Sarah Storey, Helen Glover, Colin Jackson, Ellie Simmonds, Rebecca Adlington and Professor Greg Whyte, so the material she brings into corporate rooms is a composite view of how performance is actually built, not a single medal story. She works fluently across BBC commentary, “Ski Sunday” presenting and Channel 5’s “The Gadget Show”, which makes her a reliable booking for events that need a keynote and a host in the same person. The subject she owns is preparation and composure in short execution windows, which translates directly into board, sales kick-off and transformation settings where the moment to perform is finite. Biography highlights Olympic gold medallist, women’s skeleton, Vancouver 2010, winning margin 0.56 seconds. MBE, 2010 Queen’s Birthday Honours; first female Honorary Freeman of the City of Bath. Author of “Talent to Triumph: How Athletes Turn Potential into High Performance”, Sequoia Books, 2021. BBC skeleton and bobsleigh commentator; co-presenter of BBC Two’s “Ski Sunday” since 2013. Presenter of Channel 5’s “The Gadget Show” since 2014. Honorary Doctorate of Laws, University of Bath, 2017; first Ambassador of the Dame Kelly Holmes Trust, 2019. Biography The 2010 Vancouver Winter Olympics produced a single British medal. Amy Williams took it, winning women’s skeleton by 0.56 seconds and becoming the first British solo Winter Olympic champion for three decades. She had switched from 400-metre running to skeleton at the University of Bath only eight years earlier, after shin splints ended her track career. Williams retired in 2012 with a ruptured knee and a slipped disc from the ice at Altenberg. What followed was a deliberate second career. She moved into BBC commentary on skeleton and bobsleigh, joined “Ski Sunday” as co-presenter in 2013 and took over as a presenter on Channel 5’s “The Gadget Show” in 2014. That record matters to conference organisers, because it means she is comfortable holding a room and an autocue, not only telling a medal story. In 2021 she published “Talent to Triumph” with Sequoia Books, a working manual on how elite performers turn ability into results. The book pulls in Dame Sarah Storey, Helen Glover, Colin Jackson, Ellie Simmonds, Rebecca Adlington, Jade Jones and Professor Greg Whyte, which is why the material she brings to corporate audiences sounds less like a sporting autobiography and more like a composite view of what high performance requires. The through line for leadership audiences is specific. Skeleton is a sport where preparation runs for years, the run lasts around a minute, and the result is public. That is the shape of most executive moments that matter, and it is the frame Williams uses when she walks a board or a sales team through how composure, marginal gains and trained resilience hold up when the window to execute is short. Key speaking topics Resilience and recovery from setback Preparation and discipline under pressure Marginal gains and incremental performance Mindset and confidence in high-stakes moments Team dynamics behind individual performance Olympic-standard goal setting After-dinner speaking and event hosting Ideal for Sales kick-offs and annual conferences that need a performance narrative alongside a keynote host. CHROs and talent leaders running leadership development or high-potential programmes built around resilience. Transformation and change teams about to enter a short, visible execution window. Boards and executive committees looking for an outside voice on composure under public scrutiny. Audience outcomes A concrete account of how elite performers build composure into training, not only into mindset. Specific language for marginal gains drawn from Olympic skeleton preparation, not from cliche. A sharper read on the difference between motivation, which fluctuates, and trained discipline, which holds. Stories drawn from named athletes and coaches in “Talent to Triumph” that leaders can repurpose inside their own teams.

Why organisations work with Andreas Kuffner He has lived the precise problem most leadership teams describe in abstract terms: eight people, one boat, no room for individual heroics, sixteen years of preparation collapsing or holding in a six-minute window. That is the case he draws on, not a metaphor for it. He pairs that experience with a formal systemic coaching practice (ECA-certified) and a master’s in business engineering, so the language he uses with executives is operational, not inspirational. He works inside corporate change programmes at Allianz, Bayer, Daimler, Deutsche Bank, Lufthansa, Nestle and PwC, advising on team coherence and resilience rather than delivering one-off motivational sets. His framing of resilience is specific: coherence between meaning, self-efficacy and belonging, sustained when results stop confirming the strategy. That is a working model leaders can act on, not a slogan. Biography highlights Olympic gold medallist, men’s eight, London 2012, ending a 24-year German drought in the event Olympic silver medallist, men’s eight, Rio 2016 World champion, men’s eight, Bled 2011; European champion 2014 Recipient of the Silbernes Lorbeerblatt, Germany’s highest sporting honour, awarded twice Certified systemic personal and business coach (European Coaching Association) Master’s degree in business engineering, completed while competing at elite level Advises corporate clients including Allianz, Bayer, Daimler, Deutsche Bank, Lufthansa, Nestle and PwC Biography The German eight had not won Olympic gold for 24 years before the crew Kuffner rowed in took the title in London in 2012. Four years later, the same boat took silver in Rio. The interesting fact is not the medal count. It is what an eight-person crew has to do, technically and psychologically, to put six minutes of synchronised output on the water when one micro-deviation ends the race. That problem is closer to what senior leadership teams face than the usual sports-keynote framing suggests. Coherence under pressure is a measurable thing, not a mood. It can be designed, rehearsed and rebuilt when it breaks. Kuffner spent 16 years inside that discipline at the highest level, and he now works with corporate teams on the same mechanics. His credentials outside the boat matter for that reason. A master’s degree in business engineering, completed alongside Olympic training. Certification as a systemic personal and business coach through the European Coaching Association. Active consulting work with Allianz, Bayer, Daimler, Deutsche Bank, Lufthansa, Nestle and PwC on team development, change and resilience. The vocabulary is operational, and the engagements run beyond the stage. What he offers a leadership team is a working language for performance that does not collapse the first time results turn against the strategy. Resilience as a structural property of how a team is held together, not a personal virtue. That is the conversation a boardroom needs when the next quarter looks harder than the last. Key speaking topics Resilience and team coherence under sustained pressure High-performance team development Leadership through change and setback Composure and decision-making in elite environments Building trust and collective discipline in senior teams Corporate culture and value creation Ideal for Executive committees and senior leadership teams navigating restructure or sustained performance pressure CHROs and people leaders rebuilding team trust after acquisition, reorganisation or repeated change cycles Boards and operating committees seeking a working model of team coherence rather than a motivational input Audience outcomes A specific working model of team coherence drawn from elite rowing and applied to corporate operating teams A clearer view of resilience as a structural condition of the team, not a personality trait of its members Concrete language for how meaning, self-efficacy and belonging hold performance together when results turn A frame for distinguishing motivation from discipline in how leaders respond to setbacks

Why organisations work with Andrew Bannon The Self-Developer philosophy is structurally unavailable elsewhere in English: Bannon holds sole authorisation from its creator, Jens Corssen, making this engagement genuinely exclusive rather than merely differentiated from comparable self-leadership speakers. He addresses the specific failure point that most leadership development misses – the gap between insight and habitual behaviour – using a named, four-tool framework that leaders can apply immediately and return to independently. His delivery in both English and German makes him one of very few speakers able to bring rigorous self-leadership content consistently to DACH and internationally operating European organisations without dilution across language boundaries. His position on the CAS Senior Management Programme at the University of St. Gallen signals that the methodology meets the expectations of senior executive audiences – not a motivation seminar, but a substantive leadership development intervention. Engagements leave teams with a shared internal language – the four Self-Developer tools – which makes individual behavioural development operational at team and leadership cohort level. Biography highlights Sole globally authorised trainer to teach Jens Corssen’s Self-Developer philosophy; holds personal certification from Corssen active since 2013 Lecturer on the CAS Senior Management Programme, University of St. Gallen (Institute of Business Administration, IFB-HSG) MSc in Coaching for Behavioural Change, Henley Business School / University of Reading BA in Economics, University of Surrey Corporate delivery for Siemens, Bosch, Hilti, Lufthansa, Roche, and Lilly Adapted and performed the English-language audiobook The Way of the Self-Developer (co-credited with Jens Corssen, ISBN 9783000435706) Delivers in English and German; Munich-based for over two decades Biography Leadership performance rarely breaks down because leaders lack knowledge. Under sustained pressure – restructuring, fast-paced change, complex stakeholder demands – it breaks down because default behaviour takes over. Reactive patterns replace intentional ones. Avoidance displaces accountability. The Self-Developer philosophy, developed by German psychologist Jens Corssen, was built to address exactly this: a structured four-tool framework for interrupting automatic behaviour and restoring conscious choice. Andrew Bannon is the only trainer globally authorised by Corssen to teach this methodology in English. Since 2013, he has delivered the Self-Developer philosophy to management teams and executive cohorts across Europe – at organisations including Siemens, Bosch, Hilti, Lufthansa, Roche, and Lilly – and as a module lecturer on the CAS Senior Management Programme at the University of St. Gallen. His academic grounding combines economics at the University of Surrey with an MSc in Coaching for Behavioural Change from Henley Business School. The four tools – Self-Awareness, Self-Responsibility, Self-Confidence, and Self-Conquest – give leaders a repeatable internal framework rather than a motivational prompt. Bannon’s specific contribution is making this framework operational for international audiences: he delivers in English and German, brings two decades of experience embedded in German-speaking corporate culture, and adapted the methodology for English-speaking audiences in the audiobook The Way of the Self-Developer, co-credited with Corssen. The methodology has been tested across both open executive education at the University of St. Gallen and deep corporate programmes with global organisations – evidence that it holds across seniority, sector, and language. For leadership cohorts navigating high-pressure periods of change, the Self-Developer tools give behavioural development real operational traction. Key speaking topics Self-leadership and behavioural change The Self-Developer philosophy and four-tool framework Personal accountability in leadership Mindset and inner dialogue under pressure Resilience and self-management Intercultural leadership in European and DACH contexts Growth mindset in organisations Ideal for Senior leaders and C-suite executives navigating organisational change or cultural transformation Leadership development programme participants at upper-management and executive level CHROs and L&D leads seeking behavioural change frameworks that operate across language and cultural contexts Executive education audiences in DACH-region and internationally operating European organisations Audience outcomes A shared language for self-leadership: the four Self-Developer tools (Self-Awareness, Self-Responsibility, Self-Confidence, Self-Conquest) Practical ability to distinguish between objective circumstance and subjective interpretation when under pressure Methods for interrupting reactive behavioural patterns and replacing them with conscious, intentional choice Clearer understanding of how avoidance and procrastination erode leadership confidence over time A repeatable inner framework that supports sustained performance during periods of change and uncertainty

Why organisations work with Andrew Bryant He authored the McGraw-Hill book that defined self-leadership for a generation of corporate practitioners, and his research has been cited in more than 200 academic papers and dissertations. His 2026 Wiley book Potential-ize introduces the IGNITE Framework, a six-element model for leaders who need to combine human judgement with AI capability rather than be displaced by it. He has coached senior leaders inside Singapore Airlines, Microsoft, SAP, Deutsche Bank, and Nokia, so the work is tested against real operating pressure, not a coaching practice that lives only in workshops. He carries the Certified Speaking Professional designation from the Professional Speakers Association of Australia and has chaired the speaker associations of both Singapore and Spain, which means executional reliability on stage is a known quantity. The President of Singapore has formally recognised his work twice, in 2018 and 2020, for self-leadership programmes that produced measurable outcomes with disadvantaged teenagers and women leaders. Biography highlights Founder of Self Leadership International, established 1999, with clients in over 40 countries. Co-author of Self-Leadership (McGraw-Hill, 2012) with Dr. Ana Lucia Kazan, a defining text in the field. Author of five books, including The New Leadership Playbook (2022) and Potential-ize: How Leaders Unlock Human Potential in the Age of AI (Wiley, 2026). Certified Speaking Professional, Professional Speakers Association of Australia, 2009. Past President of Asia Professional Speakers Singapore (2015 to 2016) and Professional Speakers Association Spain (2021 to 2023). Acknowledged twice by the President of Singapore, in 2018 and 2020, for community leadership programmes. Biography Self-leadership is the practice of intentionally influencing your own thinking, feeling and actions toward a defined objective. That definition, written by Andrew Bryant and Dr. Ana Lucia Kazan in their 2012 McGraw-Hill book, is now cited in more than 200 academic papers. It is also the operating idea behind a coaching and keynote practice that has run for more than twenty-five years. The argument is simple. Leaders who cannot regulate their own attention, energy and reactions cannot reliably lead anyone else through change. Bryant founded Self Leadership International in 1999 and built the methodology out of work with named global organisations, including Singapore Airlines, Microsoft, SAP, Deutsche Bank and Nokia. He came to the work as a physiotherapist to elite athletes, which is where the interest in performance under pressure began. The 2022 follow-up book, The New Leadership Playbook, translated the underlying research into twelve concrete leadership conversations that teams actually need to have. His 2026 Wiley book, Potential-ize: How Leaders Unlock Human Potential in the Age of AI, extends the work into the live boardroom question. The IGNITE Framework, six elements covering Inspire, Guide, Nurture, Integrate, Transform and Evaluate, is built for leaders who need to combine human judgement with AI capability without losing either. It is the same intellectual line, applied to the workforce conversation that buyers are having now. That upstream logic also anchors his work on workplace mental health: building the self-regulation that prevents burnout, rather than paying for wellness programmes after the damage is done. Bryant carries the Certified Speaking Professional designation from the Professional Speakers Association of Australia and has chaired the speaker associations of both Singapore and Spain. The President of Singapore acknowledged his community work formally in 2018 and again in 2020. The credentials are useful as proof of seriousness, but the more practical point for a buyer is that he is one of the very few speakers who can credibly claim to have shaped the leadership category he speaks on. Key speaking topics Self-leadership Leadership in the age of AI Executive presence and personal effectiveness Workplace mental health and resilience Psychological safety and high-performing teams Leading change and restructure Human potential and talent development Ideal for CEO, COO and senior leadership teams under pressure to deliver during restructure or AI adoption. CHROs and Heads of Leadership Development building self-leadership capability across mid and senior cohorts. Boards and executive committees commissioning offsites on resilience, composure and decision quality. Audience outcomes A working definition of self-leadership that leaders can apply to their own behaviour the next day, not just discuss in the abstract. The IGNITE Framework as a structured way to think about unlocking team potential alongside AI capability rather than against it. A direct view of how composure under pressure compounds into team performance and retention. Specific leadership conversations, drawn from the twelve plays in The New Leadership Playbook, that managers can run with their own teams. Named tools from Bryant’s Self-Leadership Resilience Stack, including the Evening Review and the View from Above, for regulating pressure before it compounds into burnout.

Why organisations work with Andrew and Gaia Grant The co-presenting format is its own offer. The audience hears two voices working a leadership problem in real time, with the academic and the facilitator perspectives playing off each other. The frameworks come out of Gaia Grant’s PhD research in the Discipline of Strategy, Innovation and Entrepreneurship at the University of Sydney Business School. The Innovation Climate Leadership Indicator (iCLi) is an academically validated diagnostic, which matters when the work has to defend itself in front of a board or audit committee. They treat the explore-preserve tension as the actual problem. Most innovation speakers present innovation as a simple acceleration story, which leaves leaders without a useful answer for the part of the business that has to stay reliable. The thirty-year working partnership is itself the case study for the leadership content. Andrew and Gaia have built a co-authored body of research while running a global consultancy together, and that lived material reads in the room as something that cannot be performed. Biography highlights Co-authors of The Innovation Race: How to Change a Culture to Change the Game (John Wiley & Sons, 2016) and the international bestseller Who Killed Creativity?…And How Do We Get it Back? (Wiley, 2012) Dr Gaia Grant: PhD researcher and lecturer in the Discipline of Strategy, Innovation and Entrepreneurship at the University of Sydney Business School Andrew Grant: founder and director of Tirian International Consultancy and a TEDx speaker, with three decades of executive facilitation across more than thirty countries Developers of the academically validated Innovation Climate Leadership Indicator (iCLi) and the Dynamic Polar Positioning (DPoP) framework, used with executive teams from Fortune 500 firms and government innovation programmes Keynote work at YPO Global Leadership Conference, APEC CEO Summit, the PwC US National Conference, Gartner ITxpo, TEDx and the Salesforce ANZ Roadshow Clients include Google, Nestlé, Boeing, Disney, Salesforce, Four Seasons Hotels & Resorts, Citibank, Visa, Goldman Sachs, UBS and the UAE Prime Minister’s Office Biography The hardest part of innovation is not coming up with new ideas. It is running the rest of the business while you do it. That tension is the central argument of two books co-authored by Andrew and Gaia Grant: The Innovation Race and Who Killed Creativity?. It is also the problem most organisations get wrong when they accelerate AI adoption. The research backbone is Dr Gaia Grant’s doctoral work in Strategy, Innovation and Entrepreneurship at the University of Sydney Business School. Her PhD examined what lets some organisations innovate sustainably while others stall. Two tools came out of it: the academically validated Innovation Climate Leadership Indicator (iCLi) and Dynamic Polar Positioning (DPoP), both now used by executive teams worldwide. Andrew Grant founded Tirian International Consultancy and is the working other half of the research in the room. Gaia anchors the academic case; Andrew runs the live facilitation, with simulations, audience experiments and the kind of pacing that keeps a three-thousand-person Salesforce roadshow following the argument. The partnership is thirty years old, which is why the co-presented sessions read as a working dialogue, not a stitched-together keynote. The work has been used by Google, Nestlé, Boeing, Salesforce, Four Seasons and the UAE Prime Minister’s Office, often delivered with partner institutions including Duke Corporate Education. What gets repeated is the clearest signal of fit: roadshows that return, leadership programmes that scale, teams running iCLi diagnostics by the next planning cycle. Key speaking topics Innovation leadership and culture The explore-preserve paradox in AI adoption Sustainable innovation in complex organisations Creative intelligence and critical thinking Ambidextrous leadership Innovation diagnostics and culture transformation Ideal for C-suite teams running concurrent AI adoption and core-business protection mandates Heads of innovation, transformation and strategy in large, complex organisations Boards and CEOs designing a programme of cultural change with a long delivery arc Executive education and leadership programmes that need academically defensible content Audience outcomes A working vocabulary for the explore-preserve tension that surfaces in every AI and innovation programme An honest read on where the organisation sits on innovation readiness, supported by the Innovation Climate Leadership Indicator (iCLi) A workable distinction between creative thinking and innovation execution, and where each is breaking down inside the audience’s own teams Visibility into which leadership archetypes in the room pull toward exploration and which pull toward preservation Decisions that hold up in a board paper because the framework behind them is academically validated

Why organisations work with Sir Andrew Strauss He led England to the world Test No. 1 ranking in 2011, a position the team had not held for three decades, and can speak specifically to what it takes to move a group from mid-table to the top of its field. He has sat on both sides of the performance question: as the captain inside the team, and later as Director of Cricket at the ECB responsible for the system that selects, develops and accounts for that team. His 2022 ECB High Performance Review, convened with Sir Dave Brailsford and Rob Key after the 4-0 Ashes defeat, is a named case study in structural reform of an underperforming elite system. He founded the Ruth Strauss Foundation in 2019 and can speak from experience to leading people and commitments through personal crisis without collapsing the standards he asks of others. Biography highlights 100 Test matches for England, 7,037 runs at an average above 40, 21 Test centuries. England captain in 50 Tests; Ashes winner in 2009 and 2010-11, and architect of England’s rise to world No. 1 in 2011. Director of Cricket, England and Wales Cricket Board, 2015-2018. Chair of the ECB High Performance Review, 2022, with Sir Dave Brailsford and Rob Key on the panel. Knight Bachelor, 2019 Resignation Honours, for services to sport and charity. OBE, 2011. Founder and chair of the Ruth Strauss Foundation, established 2019. Author of Driving Ambition: My Autobiography (Hodder). Biography England were ranked the best Test side in the world in August 2011, for the first time in thirty years. The captain who took them there, over a four-year rebuild, had replaced an injured Michael Vaughan on debut seven years earlier and opened with a century at Lord’s. The gap between those two facts is where the substance of Strauss’s leadership argument sits. The captaincy is the obvious credential: 50 Tests in charge, the 2009 Ashes at home, the 4-0 series win in Australia in 2010-11, the first there in twenty-four years. The less-told part is what happened after the playing career ended. Strauss returned to the England and Wales Cricket Board in 2015 as Director of Cricket, where he was responsible not for one dressing room but for the pipeline, culture and selection architecture behind the national side. That dual perspective, captain inside the system and later the executive above it, sharpened after the 2021-22 Ashes collapse. Strauss chaired the ECB’s High Performance Review, working with Sir Dave Brailsford and Rob Key, and produced recommendations for the structure of domestic cricket intended to reset England’s standing across all three formats. It is a recent, named piece of work on the harder problem leaders actually face: reforming an institution that is failing on its most public measure. The private context matters too. Strauss founded the Ruth Strauss Foundation in 2019 in memory of his wife, who died of a non-smoking lung cancer, and has built it into a significant charity for bereavement support and rare-cancer research. It is the part of the story that gives the leadership material its weight in the room. Key speaking topics Leadership under sustained pressure Building and rebuilding high-performance team culture Captaincy, accountability and honest feedback Reforming underperforming institutions Decision-making in elite sport Resilience through personal crisis The transition from practitioner to system leader Ideal for CEOs and executive committees managing a performance turnaround or a credibility rebuild Senior leadership offsites focused on team culture, selection and accountability Sales and commercial leadership audiences that operate under repeated public scorecards Boards and HR directors working on succession, captaincy, and leadership development Audience outcomes A working model for how a captain or senior leader holds standards when results are against them. Specific examples from the 2009 and 2010-11 Ashes rebuilds of how team culture was reset. A view from inside the ECB High Performance Review on what reforming an elite system actually requires. Language for talking honestly about pressure, scrutiny and personal loss in a leadership context. A sharper question set for their own team: who owns standards, who gives honest feedback, and who decides when the group is failing.

Why organisations work with Andy Bass His Suits & Geeks Trap framework gives leaders a named, structured diagnosis for one of the most persistent and underacknowledged barriers to growth in technology-driven businesses – the breakdown between commercial and technical functions – and a clear method for resolving it. His Start With What Works thesis (Pearson) challenges the default assumption that growth requires new investment; the argument is that most organisations are sitting on underused capabilities, relationships and knowledge that can be mobilised before new capital is sought. His C.E.O. Roadmap from Committed Action – Curiosity, Exploration, Ownership – gives leaders a specific, repeatable method for moving people from passive compliance to genuine ownership of strategic priorities. His PhD in Software Engineering and early career at BT Research Labs give him standing inside technical organisations that a leadership generalist cannot credibly claim – he can hold the room with engineers and commercial directors simultaneously. Inducted into the Million Dollar Consulting Hall of Fame (2017) and named to Ogilvy’s #ogilvychange Big Thinkers panel – external recognitions of consulting practice, earned outside the speaking circuit. Biography highlights Founder and principal of BassClusker Consulting; advisory work spanning more than 30 industries across 12 countries PhD in Software Engineering and BSc in Computer Science and Ergonomics, both from Aston University; career began at BT Research Labs, Human Factors Division Executive educator at Oxford Saïd, Warwick, Aston and Strathclyde Business Schools; Visiting Professor in Consulting Practice, Birmingham City University Inducted into the Million Dollar Consulting Hall of Fame (2017) by Alan Weiss Author of five books including The Suits & Geeks Trap, Start With What Works (Pearson) and Committed Action Named to Ogilvy’s #ogilvychange ‘Big Thinkers’ panel of experts Corporate clients include L’Oréal, Barclays, Deutsche Bank, KPMG and International Automotive Components Group Biography In technology-driven organisations, one of the most consistent barriers to growth is not the strategy, it is the relationship between the people who build things and the people who sell them. Andy Bass, founder of BassClusker Consulting and author of The Suits & Geeks Trap, has spent over two decades working on that specific problem: helping senior leaders diagnose and close the gap between strategic intent and organisational execution. His Suits & Geeks Trap framework identifies a pattern that recurs across industries: commercial and technical teams defaulting to stereotyping and blame, with leaders drawn into refereeing internal politics rather than facing the market. The framework, developed through advisory work with organisations ranging from Deutsche Bank and L’Oréal to mid-sized growth businesses across 12 countries, gives leaders a structured way to reverse that dynamic and redirect energy toward the customer. His parallel argument, developed in Start With What Works (Pearson), challenges what he calls one of the most persistent thinking traps in business: that growth requires new investment. Bass makes the case (supported by client work across 30 industries) that most organisations have more usable capability than they recognise. The book presents practical tools for identifying and deploying those hidden assets before leaders turn to capital-intensive alternatives. His third major framework, the C.E.O. Roadmap from Committed Action, addresses the question leaders ask most consistently: why their people do not engage with strategic priorities as fully as intended. Bass’s answer, structured around Curiosity, Exploration and Ownership, gives leaders a repeatable method for building genuine commitment rather than managed compliance. His credentials span both sides of the technical-commercial divide he studies: a PhD in Software Engineering from Aston University, an early career at BT Research Labs, executive education delivered at Oxford Saïd, Warwick, Aston and Strathclyde business schools, and induction into the Million Dollar Consulting Hall of Fame in 2017. Key speaking topics Commercial and technical team alignment Organisational learning and execution Growth strategy using existing resources Leadership and committed action Change management and strategic engagement Organisational culture in technology-driven businesses Executive decision-making and capability development Ideal for CEOs and MDs of technology-driven, engineering-led or innovation-focused organisations managing persistent commercial-technical friction Senior leadership teams where execution consistently falls short of strategic ambition CHROs and organisational development leads working on engagement, ownership and culture in mixed commercial-technical workforces Professional services, financial services, manufacturing and growth-stage businesses navigating rapid change Audience outcomes A named framework for diagnosing commercial-technical team friction – and a clear method for resolving it before it becomes a leadership crisis Practical tools for identifying underused organisational assets and applying them to growth priorities, before seeking new capital or resource The C.E.O. Roadmap – a three-stage method for building genuine team commitment rather than surface-level compliance Sharper understanding of how leadership behaviour, not strategy alone, determines whether execution succeeds Specific questions and diagnostic approaches leaders can apply immediately to unlock stalled priorities or disengaged teams

Why organisations work with Andy Lopata He reframes networking as a leadership discipline. The argument lands with executives who have dismissed the topic as junior or transactional, and gives them a structured way to think about who supports them, how, and why. The Relationship Matrix gives leaders a tangible way to audit their professional support system, identify where it is thin, and decide where to invest. Few speakers in this space work at that level of operational specificity. His mentoring work, anchored in The Financial Times Guide to Mentoring co-authored with Dr Ruth Gotian of Weill Cornell, gives organisations a serious reference point for designing mentoring programmes that retain senior talent. Twenty-five years inside the topic, recognition from the Financial Times and Forbes, and a 2025 Thinkers50 Coaching and Mentoring Award shortlist place him in a small group of speakers who have built genuine institutional credibility on professional relationships. He works with the cultural problem behind the leadership one: why senior people will not ask for help, and what it costs the organisation when they do not. Biography highlights Author of six books, including Connected Leadership (2020) and The Financial Times Guide to Mentoring (Pearson, 2024, with Dr Ruth Gotian). Shortlisted for the 2025 Thinkers50 Coaching and Mentoring Award. Two-time board member and former President of the Fellows Community of the Professional Speaking Association UK and Ireland; holder of the PSAE, the PSA’s Hall of Fame distinction. Fellow of the Learning and Performance Institute; member of the Association of Business Mentors and the Meetings Industry Association. Contributor to Harvard Business Review and Psychology Today; host of The Connected Leadership Podcast. Clients include PayPal, Google, Harrods, BBC, HSBC, GlaxoSmithKline, Allen and Overy, Saïd Business School and Brother International Europe. Biography Most senior leaders rise on technical and commercial credibility, then hit a level where the job is mostly relational. They under-invest in mentors, hesitate to ask for help, and end up isolated at exactly the point where their decisions carry the most weight. That gap is what Lopata’s work addresses. For more than twenty-five years he has worked on professional relationships as an executive capability rather than a soft skill. The Financial Times has called him one of Europe’s leading business networking strategists; Forbes has described him as a true master of networking. The label undersells the work. His Relationship Matrix gives leaders a structured way to audit who supports them, where the gaps are, and where to invest. Frameworks like the Seven Stages of Professional Relationships and The Influence Wheel extend that work into stakeholder mapping, influence and senior mentoring practice. His books map the territory in detail. Connected Leadership argues that executive success is built on a deliberate web of relationships, and was shortlisted for the Business Book Awards in 2021. The Financial Times Guide to Mentoring, co-authored with Dr Ruth Gotian of Weill Cornell Medicine in 2024, gives organisations a reference text for treating mentoring as a strategic retention and development tool. The book was a runner-up for Leadership Book of the Year at the 2024 Leadership Awards. The institutional weight follows the work. He is a former President of the Fellows Community of the Professional Speaking Association UK and Ireland and holds its PSAE Hall of Fame distinction. He was shortlisted for the 2025 Thinkers50 Coaching and Mentoring Award, contributes to Harvard Business Review and Psychology Today, and has worked with PayPal, Google, HSBC, GlaxoSmithKline, the BBC and Saïd Business School on the same underlying problem: how senior people stop performing in isolation and start leading through the relationships around them. Key speaking topics Professional relationships as a leadership capability Mentoring strategy and programme design Asking for help and the cost of not asking Vulnerable leadership Referral and influence networks Connected leadership and executive support systems Psychological safety and speaking up at senior level Ideal for CEOs, executive committees and partners moving into senior leadership roles where the work becomes relational CHROs and learning leaders designing mentoring, succession and retention programmes Professional services and partner-track populations where business development depends on relationship quality Sales leaders rebuilding referral networks and account relationships Audience outcomes A clear framework, the Relationship Matrix, for auditing the professional support system around a senior role A different language for mentoring as a strategic asset rather than a benefit programme Specific shifts in how leaders approach asking for help, and why most do not A more honest read on where executive isolation is costing the organisation in retention, succession and decision quality Practical adjustments to how teams use referrals, networks and senior relationships in commercial contexts

Why organisations work with Andy Storch He has facilitated talent and leadership programmes for Salesforce, Oracle, Google, Toyota, Deloitte, EY, KPMG, Cisco, Sony, and Tiffany & Co., which means he has tested his career-ownership material against the most demanding corporate L&D functions in the market. He runs the room where his buyers meet each other. The Talent Development Think Tank conference, community, and podcast give him a working view of what CHROs and L&D leaders are actually trying to fix, before they brief a speaker. His thesis is concrete and actionable: career ownership is a learnable practice, not a slogan. Own Your Career Own Your Life breaks it into specific steps employees and managers can apply on Monday. His 2025 follow-up with Mike Kim, Own Your Brand, Own Your Career, gives organisations a practical handle on personal brand as a retention and internal mobility lever, not a LinkedIn exercise. He works equally credibly as a keynote, workshop facilitator, and community host. For talent functions running multi-day events, that flexibility is rare. Biography highlights Author of Own Your Career Own Your Life (2020) and co-author with Mike Kim of Own Your Brand, Own Your Career (2025). Founder and host of the Talent Development Think Tank podcast, conference, and community, sponsored by Advantage Performance Group. Has consulted, taught, or facilitated for Salesforce, Oracle, Google, Toyota, State Farm, Red Bull, Deloitte, EY, KPMG, HP, Sony, Cisco, and Tiffany & Co. MBA, USC Marshall School of Business (President of the MBA programme); BS, University of Florida. Host of three podcasts: The Talent Development Hot Seat, Own Your Career, and My NFT Journey. Workshop facilitator for global enterprises since 2011. Biography Career development inside large organisations has become a quiet contract failure. Employees assume their employer will plot the path; employers assume employees will take initiative; the middle is where engagement and retention disappear. Storch built a practice around closing that gap from both sides. His book Own Your Career Own Your Life sets out a step-by-step approach to career ownership for individual contributors and managers. The 2025 follow-up with Mike Kim, Own Your Brand, Own Your Career, extends the argument into personal brand as an internal-mobility and retention lever rather than an external marketing exercise. Both books are direct and operational, not motivational. The proof point most relevant to corporate buyers is who he works with. Salesforce, Oracle, Google, Toyota, Deloitte, EY, KPMG, Cisco, Sony, and Tiffany & Co. have used him to facilitate leadership and talent programmes. He has been running these workshops since 2011, which is what allows the keynote material to land in language a senior L&D function recognises. The Talent Development Think Tank, his podcast, conference, and community, gives him an unusual position in the market. He is not commenting on the talent development field from outside it; he is the convener inside it. For a CHRO or head of L&D, that means the speaker on stage has heard, in private, the same problems they are trying to solve. Key speaking topics Career ownership and employee development Talent development strategy Personal brand and internal mobility Leadership for managers of professionals Employee engagement and retention Future of work and talent trends Ideal for CHROs, heads of L&D, and talent development leaders running enterprise development programmes Annual talent and leadership offsites for managers of professionals Employee resource groups and internal high-potential cohorts Sales and account leadership conferences focused on retention and growth of top performers Audience outcomes A working definition of career ownership that managers and employees can apply to weekly conversations Specific tools to make personal brand work as an internal mobility and retention asset A clearer line between what the employer owes the employee and what the employee owes their own career Language to frame development conversations that does not collapse into performance review template A view of where talent development practice is heading, drawn from a sitting community of CHROs and L&D leaders

Why organisations work with Anelia Uzunova A corporate operator’s read on wellbeing. She has run point for a CEO at Galderma and managed global innovation projects at Novartis, so the inner-leadership conversation lands as an executive discipline rather than a soft-skills add-on. Founder of the wellbeing community at the World Economic Forum, which gives her a credible vantage point on how peer organisations are actually structuring this work, not just how they describe it on their careers page. A structured method, the RISE Inner Leadership framework, that gives leadership teams something concrete to take back to their day-to-day, rather than a workshop afterglow. A bilingual, cross-cultural speaker with working experience across Switzerland, the US, and the UK, well suited to executive audiences in pharma, healthcare, and globally distributed corporate teams. INSEAD-trained executive coach who lectures on Leading for Wellbeing to its MBA audience, which translates into content that survives a sceptical senior room. Biography highlights Chief of Staff to the CEO, Galderma Global Leadership Fellow, World Economic Forum; founder of the WEF wellbeing community Former global digital innovation project lead at Novartis, Switzerland MBA and executive coaching certification, INSEAD Executive Masters in Global Leadership, World Economic Forum programme Lecturer to INSEAD MBA audiences on Leading for Wellbeing Biography Pharma is a useful test case for the limits of conventional wellbeing programmes. The work is high-stakes, the regulatory load is heavy, and the senior teams running global functions tend to be senior precisely because they absorb pressure for everyone else. That is the environment Anelia Uzunova has worked inside for most of her career, first at Novartis in Switzerland and then as Chief of Staff to the CEO of Galderma. Her shift from operating roles to coaching and speaking was not a reinvention away from corporate life. It was a decision to teach explicitly what she saw working at the top of complex organisations. The Global Leadership Fellows Programme at the World Economic Forum gave her a comparative view across industries; founding the WEF’s wellbeing community gave her a structured one. Both inform a body of work focused on the inner state of the leader as an operational variable. The teachable form of that work is the RISE Inner Leadership framework, organised around four stages: Root, Ignite, Surrender, Embody. It is used with executive audiences and with the INSEAD MBA cohort she lectures to on Leading for Wellbeing. The framing is not therapeutic. It is closer to executive coaching with a clear curriculum, designed for senior leaders who have already tried the surface interventions and want something that holds up under pressure. Her credentials sit across INSEAD, the World Economic Forum, and a fifteen-year corporate track record in pharma and healthcare. The reason this matters for serious organisations is straightforward: when wellbeing is treated as an HR programme, it stays peripheral. When it is treated as a leadership capability, it changes how people work. Uzunova argues, and demonstrates, that the second framing is the one that pays back. Key speaking topics Inner leadership and executive composure Wellbeing as a leadership capability Personal transformation and reinvention for senior leaders Leading through change and uncertainty Purpose and alignment in executive careers Mindful leadership for high-pressure industries Women in senior leadership Ideal for CHROs and Chief People Officers building wellbeing into the leadership agenda rather than the benefits stack C-suite and senior leadership offsites in pharma, healthcare, and other high-pressure regulated industries Executive development programmes and high-potential cohorts Women’s leadership and senior talent forums Audience outcomes A working definition of inner leadership that an executive team can use, not a wellness vocabulary The four-stage RISE framework as a reference structure for how senior leaders manage their own state A sharper view of how composure, alignment, and presence affect team performance and retention Practical anchors for executives navigating role transitions, restructure, or extended pressure A frame for treating wellbeing as a leadership discipline that boards and CEOs can sponsor with confidence

Why organisations work with Angie McQuillin Gives technically strong managers the specific behavioural tools to hold difficult conversations they currently avoid, not a theory of why those conversations matter. Works the seam between imposter syndrome and assertiveness where most confidence training stops short: what to say, how to say it, and how to hold the line when pushed back on. Psychology degree and MBTI-certified, with 15+ years inside corporate HR at Boeing, Imperial Tobacco and Camelot, so the behavioural science lands in language an operating leader recognises. Track record as a keynote for mixed senior and emerging-leader audiences, including the BOSS Leaders of the Future Conference and in-house programmes at Disney, EasyJet, Amazon, Barclays and KPMG. Sessions are designed as interactive workshops, not lectures, so participants leave with scripts and techniques they can test the next working day. Biography highlights BSc (Hons) in Psychology and certified MBTI Practitioner. 15+ years in corporate HR and international staffing, including roles across Boeing, Imperial Tobacco and Camelot. Keynote speaker and workshop lead for Walt Disney, EasyJet, KPMG, Barclays, Amazon, Bath University, Jumio and Norcan Petroleum. Announced keynote speaker at the BOSS Leaders of the Future Conference, Birmingham. Coaching practice focused on confidence, assertiveness, imposter syndrome, conflict resolution and leadership communication. Biography Most confidence programmes stop at the mindset. They tell people to back themselves and leave them there. The harder problem, what to actually say in the moment a senior colleague pushes back, a peer oversteps, or a direct report underperforms, is where careers get made or quietly stall. Angie McQuillin builds her work at exactly that point. Trained in psychology with a BSc (Hons) and certified as an MBTI Practitioner, she spent 15 years inside corporate HR and international staffing at Boeing, Imperial Tobacco and Camelot before moving full time into coaching and speaking. That HR background matters. She has sat in the rooms where promotion decisions get made and watched capable people lose ground because they could not have one specific conversation. Her sessions translate that pattern into behaviour. Managers and emerging leaders learn how to raise a concern without apologising for it, handle pushback without escalating, and hold a position under pressure. Imposter syndrome, assertiveness and conflict are treated as linked problems rather than separate workshops. Client rosters reflect the range: Walt Disney, EasyJet, KPMG, Barclays, Amazon, Bath University, Jumio and the keynote slot at the BOSS Leaders of the Future Conference in Birmingham. The register is interactive rather than inspirational. Audiences leave with scripts and techniques they can test in their next meeting, which is the test that matters to the HR directors and L&D leads who hire her. Key speaking topics Self-confidence and imposter syndrome Assertive communication Leadership communication Conflict resolution and difficult conversations Growth mindset Resilience under pressure Personal impact and influence Ideal for CHROs, L&D directors and talent leads building emerging-leader and first-time manager programmes. Women’s leadership networks and ERGs addressing confidence, voice and visibility. Technical and functional leadership populations where communication is the bottleneck to promotion. Organisations running culture work on feedback, psychological safety and conflict norms. Audience outcomes A working vocabulary for the conversations they currently avoid, including pushback, performance and boundary-setting. Specific techniques for handling imposter syndrome as it arrives, not as an abstract concept. A clearer read of their own communication defaults under stress and what to adjust first. Confidence grounded in behaviour they can repeat, not a temporary lift from the room.

Why organisations work with Anna Baréz-Brown A track record at scale: the Shine programme has reached thousands of women across four continents and more than 75 nationalities, with named corporate clients including WPP, Channel 4, TikTok, Rothschild & Co, and Google. Her work is built around retention and progression metrics, not engagement scores. Clients commission her when the gender balance of their senior roster needs to change, not when they need an inspirational keynote. She frames inclusion as a commercial discipline. Her core argument, that diversity fails in most companies because it sits with people who lack decision rights and budget, lands credibly with COOs and CEOs as well as CHROs. A corporate operator before a coach: a former European Sales Director responsible for 12 countries and 85 employees, with credentials as a CTI Leadership Coach, NLP Master Practitioner, and qualified Organisational Relationship Systems Coach. She talks to men as well as women. The programme deliberately addresses allyship, micro-aggressions, and the part male leaders play in changing the system, which makes her workable for organisations nervous about polarised DEI framing. Biography highlights Co-founder of Shine (now We Are Shine), launched 2013 with Caroline Whaley. Former European Sales Director with responsibility for 12 countries and 85 employees. Earlier roles at Axel Springer Verlag and Bertelsmann. Programme has worked with thousands of women across more than 75 nationalities and four continents. Named clients include WPP, Rothschild & Co, TikTok, Channel 4, Google, Channel 4, ITV, and EasyJet. Credentialled as a CTI Leadership Coach, Neuro-Linguistic Master Practitioner, and qualified Organisational Relationship Systems Coach. Biography Most diversity work fails on the same fault line. Programmes sit inside HR, measured by sign-up rates and sentiment, while the senior roster keeps reproducing itself. Promotion patterns do not move. Mid-career women leave. The gap between stated values and lived experience widens. Shine, the organisation Anna Baréz-Brown co-founded with Caroline Whaley in 2013, was built to attack that fault line directly. The programme is delivered into companies including WPP, Channel 4, TikTok, Rothschild & Co, and Google, and is measured against retention, promotion, and the gender balance of senior teams. It has worked with thousands of women across more than 75 nationalities and four continents. The credibility behind that work is corporate, not activist. Before launching Shine, Baréz-Brown ran a sales business as European Director with twelve countries and eighty-five staff reporting in, after earlier roles at Axel Springer Verlag and Bertelsmann. She is a CTI Leadership Coach, an NLP Master Practitioner, and a qualified Organisational Relationship Systems Coach. Her argument to senior teams is commercial. Diversity stalls because the responsibility is delegated downward, the investment is underestimated, and the conversation polarises before any system actually changes. Her work treats inclusion as a leadership discipline that involves men and women, allies and sceptics, and the operating decisions of the business itself. Key speaking topics Gender balance in senior leadership Inclusive leadership and allyship Building corporate leadership pipelines Coaching cultures and feedback Personal energy and performance at work Influence, impact, and executive presence Courageous conversations and managing micro-aggressions Ideal for CHROs, Chief People Officers, and Heads of D&I designing senior pipeline programmes. CEOs and ExCo sponsors who want gender balance treated as a commercial outcome, not a comms initiative. Leadership development teams running cohort programmes for high-potential women and their managers. Male executives and line managers being asked to act as allies and sponsors in practice. Audience outcomes A clearer view of why most diversity programmes do not move the senior roster, and what does. Language and tools for courageous conversations across difference, including on micro-aggressions. Specific practices for women navigating senior career transitions: stakeholder management, brand, energy, narrative. A framing of inclusion that male leaders can act on, not just endorse. A diagnostic for where their own organisation’s pipeline is leaking and who needs to own the fix.